生产企业项目管理基础实用教案

1、Course Content课程内容课程内容 Definition of Projects项目的定义 Difference between Project and General Management项目和一般管理(gunl)的区别 Project Management Process 项目管理(gunl)的步骤 Investment Appraisal投资评估 Project Life Cycle项目生命周期第1页/共35页第一页，共35页。Definition定义(dngy) What is a Project? 什么(shn me)是项目？第2页/共35页第二页，共35页。Definit

2、ion定义(dngy) A Planned Undertaking 一个计划(jhu)好的事业第3页/共35页第三页，共35页。Definition定义定义(dngy) The application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project, while dealing with constraints on budget, time, resourc

3、es and technologies. 在预算费用，时间，资源(zyun)和技术有限的条件下为了达到或超过相关人员对项目的要求和期待对知识，技能，工具，技术等的应用。（即在一定时间内，满足一系列特定目标的多项相关工作的总称。）第4页/共35页第四页，共35页。Project Similarities 项目(xingm)的相同点 Define Goal制定目标 Definite Time 制定时间(shjin) Resource Budget 资源预算 第5页/共35页第五页，共35页。Project Differences 项目(xingm)的不同点 Scale规模(gum) Technic

4、al Complexity 技术复杂度 Technological Uncertainty 技术不确定性 第6页/共35页第六页，共35页。What are the Differences? VS.第7页/共35页第七页，共35页。Project vs. General Management项目管理 V.S 综合(zngh)管理 Nature性质(xngzh) Focus关注点 Team Structure 组织架构 Measure of Success成功的衡量标准第8页/共35页第八页，共35页。Investment Appraisal投资(tu z)评估Conventional Meth

5、od 常规方法The Payback Method回收期法，偿付方法The Average Rate of Return Method平均(pngjn)回收比率法 Discounting Method 折现法The Net Present Value (NPV) 净现值The Internal Rate of Return (IRR) 内部收益率Project Planning 项目(xingm)规划第9页/共35页第九页，共35页。Example 举例说明第10页/共35页第十页，共35页。The Payback Method回收期法 Time taken to pay back the i

6、nitial cost of the project 收回最初成本所用的时间 For projects that earn the same amount of net proceeds each year假设(jish)项目每年赚的净收入是相同的 initial cost 最初成本= net proceeds纯收入Drawback 缺点Takes no account of the earning after the payback period for the full life of the project 在整个项目(xingm)中不考虑回收期后的盈利Timing is ignored

7、 时间的安排被忽略第11页/共35页第十一页，共35页。The Payback Method 回收期法Suitable for investment projects that 适合投资的项目有the cost is low and the project is completed in a short time投资少，周期短the investment is productive as soon as the initial cost is incurred一旦有初期成本投入就有高效的投资回报(hubo)the net proceeds are easily determined.有很确定的

8、纯盈利第12页/共35页第十二页，共35页。The Average Rate of Return Method 平均(pngjn)收益率法 The highest average rate of return is considered to be the most profitable 最高的平均收益率被认为(rnwi)是最盈利的 Gross Life of proceeds / investment= x 100% Initial cash investment总销售收入 / 投资期限= x 100% 初期现金投入第13页/共35页第十三页，共35页。 Depreciation is al

9、lowed for in the calculation by using the formula 折旧率也可以加到在这个公式(gngsh)里计算 Average annual Average annual proceeds depreciation= x 100% Initial cash investment Average annual 年平均收入 年平均折旧= x 100% 初期现金投入The Average Rate of Return Method 平均(pngjn)收益率法第14页/共35页第十四页，共35页。Drawback 缺点:Comparable results can

10、only be obtained when the life spans of the projects are the same 只有(zhyu)相同寿命期限的项目才能比较The Average Rate of Return Method 平均(pngjn)收益率法第15页/共35页第十五页，共35页。Net Present Value Method (NPV)净现值法净现值法 Discounts the expected future proceeds from a project to the present value of those incomes 从项目(xingm)当前收入的现

11、值中折扣预期的未来收益If the net present value of the proceeds exceeds the initial cost, the investment will be profitable 如果净现值超过了初期(chq)投入成本则这个投资是可盈利的Discounting rate to be applied 折扣率的应用Current rate of interest; or 当前利率或者Rate of interest that could be earned elsewhere if internal funds are used to finance t

12、he project为项目提供融资的其他内部资金的利率 = 折现现值 项目的初期(chq)成本(Discounted present value) (Initial cost of the project)第16页/共35页第十六页，共35页。Internal Rate of Return Method (IRR) 内部(nib)收益率法 IRR（财务内部收益率） = The rate of interest that will reduce the proceeds from the project to the original cost 项目在整个计算期内各年财务净现金流量的现值之和等于

13、零时的折现率（也就是使项目的财务净现值等于零时的折现率 ） Project is profitable if项目只有在下列情况下才是盈利的 It equates with a reasonable return on capital invested or at least is more than the cost of borrowing the funds to finance the investment只有当投入资本能够合理的回收或者至少高于借用于融资的资本 If the proceeds from the investment are not regular 如果投入的收益不稳定

14、the only way to find the internal rate of return is by trial 那么找到内部收益率的唯一方法(fngf)是不断尝试摸索第17页/共35页第十七页，共35页。其他(qt)注意事项Other Considerations Sometimes difficult to estimate the future income from an investment project 我们经常很难去评估一个投资项目(xingm)的未来收入Quantifying the amount by which revenue will be raised may

15、 be extremely difficult 确定盈利的额度是更加困难的事情Difficult to quantify the risk element 很难去确定风险因素的数量Unforeseen circumstances may invalidate the appraisal 无法预料到的情况也许会使你的评估作废e.g. inflation 比如说通货膨胀The life of the project may have been wrongly estimated 项目(xingm)的生命周期也可能会被估算错误Government intervention may affect th

16、e project 政府的干预也会对项目(xingm)的运作有影响第18页/共35页第十八页，共35页。Project Life Cycle项目(xingm)的生命周期 Divide each project into several project phases to provide better management control and appropriate links to the ongoing operations of the performing organization 把每个项目分为几个小阶段是为了对执行机构的实施运作过程提供(tgng)更好的管控和适当的链接第19页/

17、共35页第十九页，共35页。Characteristics of Project Phases Each project phase is marked by completion of one or more deliverables, which is/are:每个项目阶段都以完成一个或多个可交付成果为标志(biozh) Tangible, verifiable work product which form a generally sequential logic designed to ensure proper definition of the product of the pro

18、ject. 可交付成果是某种有形的，可验证的工作成果，它会形成一个大致的顺序逻辑旨在于确保产品有个恰如其分的定义 The conclusion of a project phase is generally marked by phase-end reviews which are often called项目的最终阶段一般会是阶段末审查，它也叫经常被称为 Phase exits, stage gates, or kill points 阶段放行口，阶段关卡或验收站 For: Determine if the project should continue into its next phas

19、e, and决定这个项目是否能继续到下一个阶段 Detect and correct errors cost effectively 有效检测和纠正错误费用第20页/共35页第二十页，共35页。Characteristics of Project Life Cycle项目(xingm)生命周期的特性 Serves to define the beginning and the end of a project 用来(yn li)定于一个项目的开始和结束 Determine which transitional actions at the end of the project are incl

20、uded and which are not 定义哪些过渡动作是属于该项目的哪些是不属于的 Deliverables from the preceding phase are usually approved before work starts on the next phase 前阶段的可交付成果一般需要在下个阶段开始前被核准 “Fast Tracking”快速跟进 A subsequent phase is begun prior to approval of the previous phase deliverables when the risks involved are deem

21、ed acceptable 当涉及的风险被认为是可以接受的前提下，后一个阶段的开始会先于前一个阶段的可交付成果的批准第21页/共35页第二十一页，共35页。项目管理过程(guchng)Project Management Process A series of activities embodied in a process of getting things done 在完成(wn chng)项目的过程中包含了一系列的活动规划Planning组织Organization推动Motivation指导Directing管控Controlling第22页/共35页第二十二页，共35页。Projec

22、t Management Process项目管理流程(lichng)Planning规划What are the organizations mission, objectives, goals and strategies? 组织的任务(rn wu)，目标和策略是什么？Organization组织Whats involved and why ? 哪些条件需要被涉及进来，为什么？Motivation激励What brings out the best performance of people in supporting the organizations purpose? 怎样才能使这个项目

23、中的队员有最佳的表现第23页/共35页第二十三页，共35页。Project Management Process项目管理流程(lichng)Directing指示 Who decides what and when? 谁来决定做什么以及(yj)什么时候开始做Controlling管控 Who judges results and by what standards? 谁来对结果做出评价以及(yj)他的评判标准是什么?第24页/共35页第二十四页，共35页。 Project Management 项目管理 Exercise 练习(linx) Project Planning Situation

24、项目规划形势第25页/共35页第二十五页，共35页。Project Planning项目(xingm)规划 Purpose目的 Lays a solid foundation for conducting a project 为执行一个项目打下坚实的基础 Forms a baseline for other necessary activities such as project budgeting, project control and project administration 为其它必须的活动制定一个基线，比如说项目预算，项目控制和项目管理（行政方面） Makes people un

25、derstand what they are expected to produce, what they have to do, and commit them to do what is required. 使大家理解哪些是需要被提出的，哪些是需要去执行的，然后使他们(t men)致力于完成那些要求 Types of Plans 计划类型 Activity Plans行动计划 Resource Plans资源计划第26页/共35页第二十六页，共35页。Project Planning The Planning Process计划的步骤 Set measurable objectives 制

26、定评判标准 Identify activities and establish procedures确定活动建立规程(guchng) Identify required resources (time, budget, man & equipment)确定必要的资源(时间，预算，人力，设备） Analyze existing resources分析现有的资源 Assign responsibility 分配任务 Consider alternatives 考虑好备选方案 Provide contingencies 提供意外事件的参考方案 Establish check points a

27、nd control mechanism建立检查点和控制机构 Documentation 文件 第27页/共35页第二十七页，共35页。Project Planning Central Limit Theory中心极限(jxin)定理（趋中理论 ） O+P+(4 X M)E = 6 E = Expected time（预期执行时间） O = Most optimistic time（最乐观，最少的用时） P = Most pessimistic time(最保守(boshu)估定,最长可能用时） M = Most probable time （最可能的用时）第28页/共35页第二十八页，共35

28、页。Levels of Plans The number of levels (i.e. degree of details) of plans required will depend on the complexity of the project）标准的划分取决于项目的复杂程度 总体规划（蓝图） Master Plans 阶段计划 Stage Plans 具体计划 Detailed Plans 个人(grn)工作计划 Individual Work Plans 第29页/共35页第二十九页，共35页。Roles and Responsibilities ofProject Members

29、项目成员(chngyun)的角色和责任 Customer客户 受益于项目Benefits from the project 制定初级要求Defines the original requirements. Project Owner项目主体 Takes ultimate responsibility for a project 对项目承担最终成败责任 Provides support from the rest of the business although they will not be managing the project themselves虽然不参与项目的管理(gunl)但是从

30、其他事情上提供支持 Project Manager who is nominated to 项目经理是被授命于： Manage the team 管理(gunl)团队 Bring to fruition the results wanted within the specified and agreed constraints.在特定的条件中完成任务 第30页/共35页第三十页，共35页。Project Management项目管理 Discussion讨论(toln) What are the roles of a Project Manager 项目经理的角色是什么？第31页/共35页第三

31、十一页，共35页。Role of Project Manager 项目经理的角色(ju s)-1.Identify and assign Project Team members and appraise their performance2. 制定和分配团队的工作评估绩效3.2. Direct and organize the Project Team to develop the service platform4. 指导和组织项目成员去发展服务平台5.Ensure that team members are skilled to perform and arrange training

32、when necessary6. 确保队员们得到相应技能培训7.Supervise and give consultation to team members during the project development8. 在项目的发展中提供指导和建议9.Report to the Project Owner periodically on the progress of the project10. 定期给给项目责任人汇报进程11.6. Ensure team members are well aware of the objectives of the project, and majo

33、r issues, decisions and targets 确保成员们很清楚项目的宗旨，主要问题，决定和目标12.7. Resolve any conflicts and issues 解决内部的冲突和争论 13.8. Prepare project budget and secure the required resources i.e. budget, manpower, equipment, etc14. 准备(zhnbi)项目的预算，取得必要的资源（预算，人力，设备)15.9. Manage risk through out the project 管理风险贯穿整个项目16.10. Plan, schedule, and monito